CORPORATE CAPACITY AND PUBLIC SERVICE PERFORMANCE

Corporate capacity is arguably a key determinant of the success or failure of public sector organizations. However, while there is growing evidence on the extent of corporate capacity, few researchers have systematically examined whether it is linked to public service performance. Does a larger corporate centre lead to better or worse performance for the organization as a whole? To answer this question we apply seemingly unrelated regression to measures of effectiveness, cost‐effectiveness and equity in English local government. We find that the effect of corporate capacity on performance is nonlinear, following an inverted u‐shaped pattern, and that its positive effect turns negative around the mean for effectiveness and cost‐effectiveness, and above the mean for equity. The study therefore suggests that senior managers face important trade‐offs between organizational goals when deciding on the appropriate level of corporate capacity.     

SCHOOL DISORDER: THE INFLUENCE OF INDIVIDUAL,INSTITUTIONAL, AND COMMUNITY FACTORS*

Drawing upon control theory, school climate theory, and social disorganization theory, this study examined the relative influence of individual, institutional, and community factors on misconduct in Philadelphia middle schools. Using U.S. census data, school district data, police department data, and school climate survey data obtained from the administration of the Effective School Battery to 7, 583 students in 11 middle schools, we examined the following predictors of student misconduct: community poverty and residential stability; community crime; school size; student perceptions of school climate (school attachment); and individual student characteristics (e.g., age, race, sex, school involvement and effort, belief in rules, positive peer associations). “Community” was conceptualized in two ways: “local” (the census tract around the school), and “imported” (aggregated measures from the census tracts where students actually lived). We used hierarchical linear modeling techniques (HLM) to examine between- and within-school factors. Individual-level factors accounted for 16% of the explained variance; school and community-level factors (both local and imported) added only small increments (an additional 4.1–4.5%). We conclude that simplistic assumptions that “bad” communities typically produce “bad” children or “bad” schools are unwarranted.     

In Search of Killer Amendments In the Modern U.S. House

Numerous studies have examined the incidence of killer amendments in Congress, but most of these studies have been either case specific, focusing on the legislative maneuverings around a single issue or bill, or temporally limited, focusing on strategic activity in only one or two Congresses. In this article, we present the beginning of a comprehensive research agenda for the systematic study of killer amendments. Using roll‐call data from the 83d through the 108th U.S. House (1953–2004), we identified those bills that (a) were successfully amended and (b) subsequently went down to defeat, a necessary condition for the existence of a killer amendment. We then examined these cases in greater detail, using both spatial analyses and case studies. Our analysis uncovered five cases, four of which are new, that appear to have the characteristics of true killer amendments, thus setting the stage for future analyses across time and legislative chambers and bodies.     

Out in the Open: The Emergence of Viva Voce Voting in House Speakership Elections

We examine the internal politics that preceded the House adoption in 1839 of viva voce (voice) voting for Speaker and other House officers. First, we find that the struggles over the rule's adoption actually centered on the election of the House Printer. These struggles were tied to attempts by the two major parties to establish effective newspaper networks to assist in national political campaigns. Democrats generally favored public election of House officers, whereas Whigs generally opposed. In the short term, the change to public voting for Speaker and other House officers had the expected effect of instilling greater partisan regularity among House members. As sectional divisions grew in the nation at large, however, the public election of the Speaker made it increasingly difficult for House leaders to forge the transregional coalitions necessary to organize the House.     

VERTICAL STRATEGIC ALIGNMENT AND PUBLIC SERVICE PERFORMANCE

We report the results of a study examining the effects of vertical strategic alignment (that is, the degree to which strategic stances are consistent across different organizational levels) on public service performance. Longitudinal multivariate analysis is undertaken on a panel of public organizations over four years. We find that alignment on a prospecting strategy leads to better performance, but that no such effect is observed for a defending strategy. We also find that high levels of prospecting alignment produce stronger positive performance effects in centralized organizations and when environmental uncertainty is high. The implications of these findings for research and practice are considered in the conclusion.